The objective is to critically analyze a real-world case study based on leadership and management principles.

Review the following case study:

• Case study
  • Maureen is the Director of a mission-based non-profit agency that provides assistance to indigent adults. Her department assesses and develops the education and skill-building programs used in workforce development. She reports directly to the VP. The agency has suffered high staff turnover. Several key researchers, directors, and finance individuals are included in this turnover. The agency has been hesitant to hire more individuals in the past due to increased competition for federal grants. Additionally, west coast operations have been hampered by lack of state funding due to poor state government focus and management. Maureen has a hectic business travel schedule. She directly oversees two managers that are each responsible for five individuals. Both of these managers have been with in their positions for less than a year. Manager 1: Duke's background is in research. He manages research support personnel. They support departments that examine behavioral issues related to workforce development. Duke supports his team and is a detail-oriented and highly organized individual. As such, he tends to view issues in a bifurcated "black and white" approach. Duke has earned the respect of the executive team due to his research prowess. He is very highly motivated and goal oriented. He demands the same from his team. Manager 2: Gayle has a strong background in education and skills assessment research. She manages a team that handles various projects across the agency. Like Duke, Gayle is highly organized. She also possesses many years of experience in educational and skills evaluation. Gayle is highly capable yet tends to overextend herself by accepting too many projects. Duke and Gayle are beginning to realize that their teams are over worked due to the turnovers. Maureen's "the glass is only half empty" attitude leaves her managers discouraged. Maureen has not shared any key financial information with her management team. As such, they cannot adequately allocate work to their teams. Maureen claims she does not have the complete picture from the finance department while the finance department claims it has sent what Maureen should need. The increasing level of distress from team members have brought great frustration for Duke and Gayle. The two believe that without key facts and figures, they will not be able to fully meet employee needs or solve problems.
• Questions:
  • How should Maureen use both her leadership and management skills as the agency director? What would be the most effective mix of leadership and management skills in her agency role? How does this apply to the current situation?
  • What steps can Maureen take to increase team member confidence, satisfaction and engagement?
  • Is there a specific leadership approach or management style that should be employed?